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\t\t<\/div>\n\t<\/div>\n\n\t\n\t<\/div>\n\n\n\nReflections on being a first-time manager<\/b><\/h2>\n\n\n\n
The first time I really stepped into the role \u2013 and truly understood it \u2013 was after I was promoted into a management position at a large company where I had been an individual account manager. Suddenly, I had five people reporting to me and I was in charge of making sure we all hit our targets. I had to find my replacement and present them to senior management.<\/p>\n\n\n\n
Former colleagues now had to come to me to discuss customer meetings and forecasts, as well as have regular individual development and feedback conversations. This was all new and it was all terrifying. It took me a while to learn how to be a manager, a collaborator, and a motivator, rather than a power-driven ex-colleague. We got there in the end, and many valuable lessons were learned along the way.<\/p>\n\n\n\n
But even now my role presents new surprises and challenges, and every day is still a learning experience. Here are some of the most important lessons I\u2019ve learned over the years.<\/p>\n\n\n\n
The top seven tips for new managers<\/b><\/h2>\n\n\n\n1. Don\u2019t try to force your way of doing things onto team members<\/b><\/h3>\n\n\n\n
You\u2019ve been a highly successful individual contributor, but now everything\u2019s about a joined-up approach. Be an advisor, a champion, a challenger \u2013 but not a dictator. No one wants to be micro-managed; they want to be empowered.<\/p>\n\n\n\n
2. Present a clear vision of success and how you plan to achieve your goals as a team<\/b><\/h3>\n\n\n\n
Make sure you\u2019re clear about how you\u2019d like the team to represent themselves in front of customers, other employees, and management. Give them a clear vision of what constitutes success, and what role they can play in achieving that success. You might even want to create a symbol for the team that represents what they can be. My team\u2019s symbol is a lighthouse, as we provide guidance to sales teams on how to succeed in their efforts, even if the waters are rough.<\/p>\n\n\n\n
3. Don\u2019t be afraid to give tough feedback<\/b><\/h3>\n\n\n\n
We all want to be liked, so being the bearer of difficult news isn\u2019t easy. But team members can\u2019t improve if they\u2019re only being told how great they are. Don\u2019t sugarcoat things.<\/p>\n\n\n\n
At the same time, it\u2019s also important not to overwhelm people. Provide suggestions for improvements one at a time \u2013 no one wants to be confronted with a whole checklist of their failures. When providing feedback, try not to fall into the trap of being a one-dimensional stereotype: the friend, the bad guy, etc. Just be human.<\/p>\n\n\n\n
4. Stay true to yourself<\/b><\/h3>\n\n\n\n
When I took over a managerial role, I was told to keep my distance from the team and stay away from personal stuff. To be honest, this nearly broke me. It took me a while to find the right balance, but pretending to be someone or something you\u2019re not will only make your team feel uncomfortable. Be authentic.<\/p>\n\n\n\n
5. Give yourself permission to make mistakes<\/b><\/h3>\n\n\n\n
We\u2019re not perfect and we can\u2019t expect ourselves to be \u2013 we\u2019re only human, after all. I remember losing it with one of my team members towards the beginning of my managerial career, and I was incredibly embarrassed after that. Mistakes should be learning moments, not opportunities to humiliate others or lose your cool.<\/p>\n\n\n\n
6. Be a strong leader and stand by your team, through thick and thin<\/b><\/h3>\n\n\n\n
Don\u2019t act as if you\u2019re the entire team when you succeed, and don\u2019t hide behind the team when you fail. You\u2019re all in this together, and <\/b>teams need strong leaders who champion their work and stand by them, through good and bad.<\/p>\n\n\n\n 7. Treat people as equals<\/b><\/h3>\n\n\n\n
You may be the leader, but everyone\u2019s voice is important. Hear everyone out and listen to their suggestions and concerns. Diverse voices often mean fresh perspectives and ideas, so empower the workforce to seek their own solutions. Giving them this responsibility will enable you to focus on higher-priority items and strategies, as well as keep the team happy.<\/p>\n\n\n\n
Put your new manager tips to the test<\/b><\/h2>\n\n\n\n
At Salesforce<\/a>, we support new managers with Trails, Onboarding, Managers, Coaching, and more. I have to admit that I\u2019m a bit jealous, as it would have been great to have these tools and this kind of support when I was first starting out. But even today, with years of experience under my belt, I still use Trailhead<\/a> to flex my managerial muscles. After all, when you\u2019re a leader, the trails you blaze will provide a path for others well into the future.<\/p>\n\n\n\nIf you\u2019re new to the managerial game, and just want to brush up on your skills, or skill-up to face the future\u2013 check out Salesforce\u2019s <\/i>Trailhead<\/i><\/a> today.<\/i><\/p>\n\n\n\n
\t\t<\/div>\n\t<\/div>\n\n\t\n\t<\/div>\n\n\n\nReflections on being a first-time manager<\/b><\/h2>\n\n\n\n
The first time I really stepped into the role \u2013 and truly understood it \u2013 was after I was promoted into a management position at a large company where I had been an individual account manager. Suddenly, I had five people reporting to me and I was in charge of making sure we all hit our targets. I had to find my replacement and present them to senior management.<\/p>\n\n\n\n
Former colleagues now had to come to me to discuss customer meetings and forecasts, as well as have regular individual development and feedback conversations. This was all new and it was all terrifying. It took me a while to learn how to be a manager, a collaborator, and a motivator, rather than a power-driven ex-colleague. We got there in the end, and many valuable lessons were learned along the way.<\/p>\n\n\n\n
But even now my role presents new surprises and challenges, and every day is still a learning experience. Here are some of the most important lessons I\u2019ve learned over the years.<\/p>\n\n\n\n
The top seven tips for new managers<\/b><\/h2>\n\n\n\n1. Don\u2019t try to force your way of doing things onto team members<\/b><\/h3>\n\n\n\n
You\u2019ve been a highly successful individual contributor, but now everything\u2019s about a joined-up approach. Be an advisor, a champion, a challenger \u2013 but not a dictator. No one wants to be micro-managed; they want to be empowered.<\/p>\n\n\n\n
2. Present a clear vision of success and how you plan to achieve your goals as a team<\/b><\/h3>\n\n\n\n
Make sure you\u2019re clear about how you\u2019d like the team to represent themselves in front of customers, other employees, and management. Give them a clear vision of what constitutes success, and what role they can play in achieving that success. You might even want to create a symbol for the team that represents what they can be. My team\u2019s symbol is a lighthouse, as we provide guidance to sales teams on how to succeed in their efforts, even if the waters are rough.<\/p>\n\n\n\n
3. Don\u2019t be afraid to give tough feedback<\/b><\/h3>\n\n\n\n
We all want to be liked, so being the bearer of difficult news isn\u2019t easy. But team members can\u2019t improve if they\u2019re only being told how great they are. Don\u2019t sugarcoat things.<\/p>\n\n\n\n
At the same time, it\u2019s also important not to overwhelm people. Provide suggestions for improvements one at a time \u2013 no one wants to be confronted with a whole checklist of their failures. When providing feedback, try not to fall into the trap of being a one-dimensional stereotype: the friend, the bad guy, etc. Just be human.<\/p>\n\n\n\n
4. Stay true to yourself<\/b><\/h3>\n\n\n\n
When I took over a managerial role, I was told to keep my distance from the team and stay away from personal stuff. To be honest, this nearly broke me. It took me a while to find the right balance, but pretending to be someone or something you\u2019re not will only make your team feel uncomfortable. Be authentic.<\/p>\n\n\n\n
5. Give yourself permission to make mistakes<\/b><\/h3>\n\n\n\n
We\u2019re not perfect and we can\u2019t expect ourselves to be \u2013 we\u2019re only human, after all. I remember losing it with one of my team members towards the beginning of my managerial career, and I was incredibly embarrassed after that. Mistakes should be learning moments, not opportunities to humiliate others or lose your cool.<\/p>\n\n\n\n
6. Be a strong leader and stand by your team, through thick and thin<\/b><\/h3>\n\n\n\n
Don\u2019t act as if you\u2019re the entire team when you succeed, and don\u2019t hide behind the team when you fail. You\u2019re all in this together, and <\/b>teams need strong leaders who champion their work and stand by them, through good and bad.<\/p>\n\n\n\n 7. Treat people as equals<\/b><\/h3>\n\n\n\n
You may be the leader, but everyone\u2019s voice is important. Hear everyone out and listen to their suggestions and concerns. Diverse voices often mean fresh perspectives and ideas, so empower the workforce to seek their own solutions. Giving them this responsibility will enable you to focus on higher-priority items and strategies, as well as keep the team happy.<\/p>\n\n\n\n
Put your new manager tips to the test<\/b><\/h2>\n\n\n\n
At Salesforce<\/a>, we support new managers with Trails, Onboarding, Managers, Coaching, and more. I have to admit that I\u2019m a bit jealous, as it would have been great to have these tools and this kind of support when I was first starting out. But even today, with years of experience under my belt, I still use Trailhead<\/a> to flex my managerial muscles. After all, when you\u2019re a leader, the trails you blaze will provide a path for others well into the future.<\/p>\n\n\n\n If you\u2019re new to the managerial game, and just want to brush up on your skills, or skill-up to face the future\u2013 check out Salesforce\u2019s <\/i>Trailhead<\/i><\/a> today.<\/i><\/p>\n\n\n\n